1. Chapter 5 Managerial Ethics & Social Responsibility

2. From Obligation to Responsiveness to Responsibility  Social Obligation  The obligation of a business to meet its economic and legal responsibilities and nothing more.  Social Responsiveness  When a firm engages in social actions in response to some popular social need.  Social Responsibility  A business’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society.

3. How Organizations Go Green  Legal (or Light Green) Approach  Firms simply do what is legally required by obeying laws, rules, and regulations willingly and without legal challenge.  Market Approach  Firms respond to the preferences of their customers for environmentally friendly products.  Stakeholder Approach  Firms work to meet the environmental demands of multiple stakeholders—employees, suppliers, and the community.  Activist Approach  Firms look for ways to respect and preserve environment and be actively socially responsible.

4. Shades of Green Exhibit 5–4 Green Approaches

5. Evaluating the Greening of Management  Organizations become “greener” by  Using the Sustainability Reporting Guidelines to document “green” actions.  Adopting ISO 14000 standards for environmental management.  Being named as one of the 100 Most Sustainable Corporations in the World.

6. Managerial Ethics Ethics Defined  Principles, values, and beliefs that define what is right and wrong behavior.

7. Factors That Determine Ethical and Unethical Behavior Exhibit 5–3 Factors That Determine Ethical and Unethical Behavior

8. Factors That Affect Employee Ethics  Moral Development  A measure of independence from outside influences  Levels of Individual Moral Development  Pre-conventional level  Conventional level  Principled level  Stage of moral development interacts with:  Individual characteristics  The organization’s structural design  The organization’s culture  The intensity of the ethical issue

9. Stages of Moral Development Exhibit 5–4Stages of Moral Development

10. Factors That Affect Employee Ethics  Moral Development  Research Conclusions:  People proceed through the stages of moral development sequentially.  There is no guarantee of continued moral development.  Most adults are in Stage 4 (“good corporate citizen”).

11. Factors That Affect Employee Ethics 1. Individual Characteristics  Values  Basic convictions about what is right or wrong.  Personality  Ego strength - A personality measure of the strength of a person’s convictions  High ego strength people can resist unethical actions  Locus of Control  A personality attribute that measures the degree to which people believe they control their own fate  Internal locus: the belief that you control your destiny.  External locus: the belief that what happens to you is due to luck or chance.

12. Factors That Affect Employee Ethics (cont) 2. Structural Variables  Organizational characteristics and mechanisms that guide and influence individual ethics:  Performance appraisal systems  Reward allocation systems  Behaviors (ethical) of managers

13. Factors That Affect Employee Ethics 3. Organization’s Culture  Values-Based Management  An approach to managing in which managers establish and uphold an organization’s shared values.  The Purposes of Shared Values  Guiding managerial decisions  Shaping employee behavior  Influencing the direction of marketing efforts  Building team spirit 4. Intensity of the Ethical Issue

14. Determinants of Issue Intensity Determinants of Issue Intensity Exhibit 5–5 Determinants of Issue Intensity

15. Ethics in an International Context  Ethical standards are not universal.  Social and cultural differences determine acceptable behaviors.  Foreign Corrupt Practices Act  Makes it illegal to corrupt a foreign official, yet “token” payments to officials are permissible when doing so is an accepted practice in that country.  The Global Compact

16. How Managers Can Improve Ethical Behavior in An Organization 1.Hire individuals with high ethical standards. 2.Establish codes of ethics and decision rules. 3.Lead by example. 4.Set realistic job goals and include ethics in performance appraisals. 5.Provide ethics training. 6.Conduct independent social audits. 7.Provide support for individuals facing ethical dilemmas.

17. Codes of Ethics (Exhibit 5–7)  Cluster 1. Be a Dependable Organizational Citizen 1. Comply with safety, health, and security regulations. 2. Demonstrate courtesy, respect, honesty, and fairness. 3. Illegal drugs and alcohol at work are prohibited. 4. Manage personal finances well. 5. Exhibit good attendance and punctuality. 6. Follow directives of supervisors. 7. Do not use abusive language. 8. Dress in business attire. 9. Firearms at work are prohibited.

18. Codes of Ethics (Exhibit 5–7)  Cluster 2. Do Not Do Anything Unlawful or Improper That Will Harm the Organization 1. Conduct business in compliance with all laws. 2. Payments for unlawful purposes are prohibited. 3. Bribes are prohibited. 4. Avoid outside activities that impair duties. 5. Maintain confidentiality of records. 6. Comply with all antitrust and trade regulations. 7. Comply with all accounting rules and controls. 8. Do not use company property for personal benefit. 9. Employees are personally accountable for company funds. 10. Do not propagate false or misleading information. 11. Make decisions without regard for personal gain.

19. Codes of Ethics (Exhibit 5–7)  Cluster 3. Be Good to Customers 1. Convey true claims in product advertisements. 2. Perform assigned duties to the best of your ability. 3. Provide products and services of the highest quality

20. Effective Use of a Code of Ethics  Develop a code of ethics as a guide in handling ethical dilemmas in decision making.  Communicate the code regularly to all employees.  Have all levels of management continually reaffirm the importance of the ethics code and the organization’s commitment to the code.  Publicly reprimand and consistently discipline those who break the code.

21. The Value of Ethics Training  Can make a difference in ethical behaviors.  Increases employee awareness of ethical issues in business decisions.  Clarifies and reinforces the organization’s standards of conduct.  Helps employees become more confident that they will have the organization’s support when taking unpopular but ethically correct stances.

22. Being an Ethical Leader (Exhibit 5–9)  Be a good role model by being ethical and honest. ° Tell the truth always. ° Don’t hide or manipulate information ° Be willing to admit your failures.  Share your personal values by regularly communicating them to employees.  Stress the organization’s or team’s important shared values.  Use the reward system to hold everyone accountable to the values.

23. Managing Ethical Lapses and Social Irresponsibility  Provide ethical leadership  Protect employees who raise ethical issues (whistle-blowers)

24. Awareness of Social Issues  Social Entrepreneurs  Are individuals or organizations who seek out opportunities to improve society by using practical, innovative, and sustainable approaches.  Want to make the world a better place and have a driving passion to make that happen.

25. Businesses Promoting Positive Social Change  Corporate Philanthropy  Campaigns  Donations  Funding own foundations  Employee Volunteering Efforts  Team volunteering  Individual volunteering during work hours

26. Thank You